Challenges Associated with Large-Scale Project Change - Coursework Example

Change Name Date Table of Contents 1.0 Introduction 3 2.0 Topic 1: Change 3 2.1 Challenges associated with large-scale project change 3 2.1.1 Psychological Reasons 4 2.1.2 Social reasons 5 2.1.3 Technical reasons 5 2.1.4 Political reasons 6 2.1.5 Cultural reasons 6 2.1.6 Organisation reasons 7 2.2 Elements for successful Project Change 8 2.2.1 Vision 8 2.2.2 Communication 8 2.2.3 Strategy 9 2.2.4 Implementation Plan 9 2.2.5 Addressing points of resistance 10 2.2.6 Quick Wins 10 2.2.7 Enabling Environment 10 2.2.8 Ownership 11 2.2.9 Sustainability 11 2.3 Analysis of Implemented project change 11 2.4 Recommendation of effective project change 12 3.0 Conclusion 13 4.0 Reference 15 1.0 Introduction Every organisation has cleared laid down policies and traditions that shape it. The aims of the organisation are governed by goals and objectives that help in choosing the appropriate approach that will ensure that the organisation is successful. Different organisation’s vision and mission statement balances with the internal and external resources. However, sometimes an organisation may decide to introduce changes in terms of their operations and culture. Numerous reasons are in place that requires an organisation to implement change that may include government directives and legislatives. Generally, organisations have to change to ensure that they survive in the current economic turbulence and ensure that they retain consumers. Thus, it is important for organisation to embrace clearly defined and explained change. 2.0 Topic 1: Change Their vision and mission guide organisations, and change usually pose a major concern in the entire process. Numerous reasons are in place that requires organisation to institute project change. This section addresses challenges that are faced by organisation as they try to implement large-scale project change, elements of successful change, analysing a real project change and recommendations on how organisations should embrace change. 2.1 Challenges associated with large-scale project change Change is a major issue that requires utilisation of different strategies to ensure that operations within an organisation or institution are not negated. This means that there are numerous ways in which an organisation can embrace change ranging from specific change to transformational change. Thus, in most instances, these strategies come with numerous benefits and weakness and it is usually hard for an organisation to choose the most appropriate strategy to use in introducing large-scale change. To ensure that change is satisfactory, it is important for it to be effective and efficient in that it should be planned and systematic in nature. Introducing a large-scale change requires quantifying available resources. Availability of resources may determine the extent of success of the entire process and this aspect is true when it comes to human resource. Usually, human resource brings into consideration executive and employees, and thus it is important to understand the availability of resources to satisfy these groups. Thus, minimal resources may impair introduction of large-scale organisation change and it is advisable that in such conditions, change should be systematic. In most instances, change has been viewed through positive manner, but at times, change can be negative and this usually posses the major challenge. Change can be increase in employee’s remuneration but at times, it may mean retrenchment. Thus, this means that the fundamentals of change may determine whether individuals embrace change and thus will determine the extent of change. For example, it is harder to introduce large-scale change in retrenchment since it will negatively affect many people. Generally, these complications and challenges are evident from different perspectives, and these restraining factors include: 2.1.1 Psychological Reasons The individual psychological perspective usually undermines organisational change. Some important components that determine individual response towards change are personality, sense making and beliefs. Making sense of organisational requirements requires selection, organisation and interpretation of data. Since making sense is an individual aspect, it is likely to affect few people since majority will analyse individual impact of change. Usually, psychological reasons is a major challenge in implementing large changes because of lack of reasoning, shared understanding or the necessary information on the requirements and goals of change. Personality is associated traits and behaviour patterns of individuals. Challenges associated with personality include dogmatism, achievement, fatalism, and motivation, locus of control and risk propensity, and most of this is associated with keeping status quo (Cameron and Green 2004). Moreover, the organisational beliefs restrict embracement of change depending on personality and psychological reasons. 2.1.2 Social Reasons Organisational identity is usually associated with the contribution of individuals and groups. The group may bring into consideration professionals and change may disrupt such relationship and thus leads in resisting change (Cameron and Green 2004). It most instances, there is a natural tendency to keep group status quo that include the norms and roles and thus change may result in brining into the group ‘outsiders’ who may introduce conflict and uncertainty. 2.1.3 Technical Reasons Individual and groups within an institution will tend to resist change because of perceive disruption that may inhibit their effective and efficient fulfilment of duties. One common job related habit that may bring resistance is the attitude that, “that is the way I have always done it”. Moreover, this may be doubled by confusion based on impact of change to one’s job and the relationship between the improvements versus the cost of change or learning process (Cameron and Green 2004). Additionally, an issue that is associated with technical aspects is the fear of unknown or the loss of predictability. For example, will the change increase work load or stress, will change inquire on the ability and competence of jobholder. This means that if the individuals are not well informed on exactly what are the change based on, limits and provision for the change and future considerations of the change process. 2.2.4 Political Reasons Change within an organisation can raffle features with established coalitions or the assumption of “old guard”. Change also may raise concerns especially when scarce resources are re-allocated into different locations or areas. In political perspective, change can be viewed in terms of who is losing and who is the winner and thus who remains at the top while who remains behind. Change may also be viewed as an indictment of current or past leadership decisions and actions, and resistance may occur because individuals may demonstrate loyalty or respect for those decision and actions that were made (Burke, 2002). 2.1.5 Cultural Reasons The organisational culture is made up of values, beliefs and norms, and usually resists change. Culture usually perpetuates the belief that certain things are for granted while there is the belief that things should be done in specific conditions. For example, within confirms of public sector, the values of accountability and integrity underpin most activities and decisions. Hence, within the circles of organisation, there are rules or decisions that inhibit any discussion of change (Cameron and Green 2004). Moreover, the culture may handle negative constructive criticism and conflict. It is hard for change to be embraced in those scenarios that discourages or suppresses conflict. Additionally, past resentments that are associated with difficulties in implementing change will form but of the organisational culture. Decisions should not be made abruptly because it may distort the trust between executive and other individuals within the organisation. 2.1.6 Organisational Reasons Some times the features within an organisation can inhibit change. Usually, an organisation publicise a given strategy and timeframe for implementation of the strategy. All decisions that are made are based on this strategy and thus the structures and systems to support the strategy in terms of objectives and goals follow the same hierarchy. Even though the strategy defines and explains structure that will fulfil the requirements of the organisation, it sometimes becomes an obstacle in embracing change. At other times, resistance may be because of performance management system that may attribute to low overall performance standards. For example, an organisation may have a system that measures the wrong standards and thus may interpret change negatively (Burke 2002). Generally, resistance is something that can be seen from different perspectives. Usually, there are shades that indicate that the project is hindered by numerous obstacles. Resistance can show in different perspectives such as the clear signs evident in terms of lawsuits, industrial action and disobedience, and at times, resistance can be more subtle. Therefore, some forms that resistance can take place are: Diverting of resources from actual change project Maximising on exploiting inertia Keeping goals or aims complex and vague Championing and exploiting shortcoming associated with lack of awareness Hampering the entire process through introducing different perspectives and conflicting interests 2.2 Elements for successful Project Change There are fundamental directives that guides in ensuring project change are successful. Different scenarios require different strategies and elements. Some of common elements that are associated with successful project change are: 2.2.1 Vision Vision may be viewed in terms of ensuring that stakeholders have a clear and shared vision. In fact, Kotter (1996) presents steps that should be followed in ensuring that there is a clear and shared vision. These steps include creating internal feeling of change, developing a vision that is easy to communicate and communicating the vision to other members. Kotter (1996) states that it is important to develop a vision that can be communicated within or less than five minutes. Such a clear vision challenges staff and other workers in setting out an achievable picture of the future. 2.2.2 Communication Communication is paramount in ensuring that business and daily requirements are fulfilled satisfactorily. Thus, it is important to develop and maintain effective internal and external communication. Moreover, communication process should factor into consideration the feedback systems. Feedback system should be comprehensive and exhaustive. 2.2.3 Strategy It is important to choose an effective change strategy and is usually directed by numerous factors. Kotter & Schlesinger (1979) developed a strategy for change that they referred to as strategic continuum. Some factors that should be considered in developing the appropriate strategy include minimal resistance to change, commitment from other individuals is not important and less influential agents for change. Utilising these factors result in clearly planned and faster change. On the other hand, Thurley and Wirdenius (1973) identified five approaches that helped in the development of the strategy. These five approaches are directive e.g. most consideration is controlled by management team; negotiating e.g. the strategy allows for bargaining and concessions during implementation; analytic e.g. using experts to solve problems that are defined; and normative e.g. utilising different external agents. 2.2.4 Implementation Plan It is important to ensure that there is a balance between innovation and those models that have been tried and tested for implementation. Thus, this means that even though there is that allowance for innovation, it is also important to include those changes that have been proven and accepted. Moreover, it is important to engage implementers who are respected and well accepted within their specified fields (Goethals and Sorenson 2006). 2.2.5 Addressing points of Resistance It is important to ensure that there are mechanisms and tools that identifies and addresses personal, institutional and cultural points of resistance. Many changes are impeded by cultural and personal factors that contribute towards the tradition of the organisations. It is important to define any conflicts or points of resistance in advance so that appropriate strategies are defined and factored during streamlining such complications if they may occur. 2.2.6 Quick Wins It is important to manipulate individual and collective attitudes towards a given goal. It is critically important to change fatalistic attitudes through demonstrating quick successes in a change programme. Programs for change that have been developed short in short term and at the same time, provisions should be in place to ensure that the engagers and other individuals celebrate and appreciate successes (Saul 2004). 2.2.7 Enabling Environment The environment in which the change should take place should be friendly and has freedom of ensuring that the engagers and other stakeholders can embrace and appreciate the change program. This means that all factors that constitute the change programme should ensure that all individuals with the right mechanisms and resources are fully pushing the change requirements. Moreover, there should be a clear framework that will show who sponsors the change and why the change is required (Miner 2005). 2.2.8 Ownership Management should ensure that the staff and other stakeholders own the change program. Involvement of important stakeholders and fostering ownership will ensure that the program is received appropriately. Moreover, it is important to include individuals who are committed to making the change to occur. Ownership and future impact of change will likely determine the way that the community and society view relative to change program (Miner 2005). 2.2.9 Sustainability After a change is in place, it is crucial to ensure that the change is institutionalised and sustained. Some changes can take place within the specified period but the change fundamentals may wither with time. Institutionalising change will ensure that the change process is sustained. 2.3 Analysis of Implemented project change Usually when all the fundamentals and requirements of change are followed, there is a chance that the entire process is successful. An example of successful change is the Nepal Safer Motherhood Project (NSMP) that demonstrated that innovative change management usually contributes to positive changes in behaviours, attitudes and working practices. The main component that contributed towards the success of this change is the genuine commitment to fostering ownership and the participatory approach that was embraced by the engagers in solving problems as they occur. Change process was successful because of on-going support and extensive capacity building. Through the entire process of change, it was evident that attitudinal barriers tried to inhibit the change process but this was manipulated using management techniques that ensured the negative fatalism that permeate Nepali culture. Participatory approaches played a major role in ensuring that the project aims and vision were achieved (Nepal Safer Motherhood Project 2002). The engagers were human resource development officers who helped in ensuring effective communication strategy was embraced within and outside the project. In fact, the strategy that was used was called “changing hearts and minds” was utilised in ensuring that the elements of successful project were implemented. The project critically analysed factors that are associated with resistance that includes the traditional-cultural mindset. Moreover, the project championed ownership and involvement in ensuring that thee is a whole reception of change and ensuring that the change process is sustainable. Originally, the main problem was that the mortality rate in Nepal was high. Thus, in 1997 the Nepal Safer Motherhood Project was sanctioned to address this complexity and was managed by Options Consultancy Services. The main goal was to ensure that obstetric care was promoted through district emergency obstetric care that addressed the quality and availability of care and the traditional or cultural behaviours of people within this community (Brown, 1989). According to Aitken (1994) stated that cultural and institutional features were paramount within Public Health System in Nepal and thus, this perception contributed towards high mortality. To achieve its goal, the project change employed numerous infrastructural and technical inputs through ensuring the mindsets of the communities were changed. Moreover, the service provides were supposed to change their culture from apathy to activity. 2.4 Recommendation of effective project change Project change is inherent in today organisations and institutions. This means that appropriate strategies are in place to ensure that the change is embraced, fully supported, and sustained. Some suggestions that provide means for institution or organisation to embrace change are (Bushe 1995): The change process should follow steps Stakeholders should be include and their position within the change process should be clearly defined Strategies used should be inclusive and outcomes can be received within the shortest time possible Communication should be championed within and outside of the organisation The entire change process should be institutionalised so that it can be sustained. 3.0 Conclusion Organisational change is an important ingredient in ensuring that an organisation succeeds and conforms to the provisions of environment. Change usually is governed by vision and requirements for the change. However, sometimes change may face numerous challenges that include psychological, social, technical, political, cultural and organisational reasons. Challenges inhibit the implementation of change and signs of resistance include diversion of reasons. Nevertheless, some elements that ensure change is successful include ensuring that the entire change process as a clear vision, strategy, good communication, proper implementation plan, addresses points of resistance, provision of quick wins, enabling environment, ownership and sustainability of change. Such a successful project change is illustrated by Nepal in ensuring that mortality is reduced through changing and addressing the culture of individuals and organisations within that location. To ensure that the organisation succeeds in fulfilling change requirements, it is appropriate to include all the people, with clear defined roles and position to prevent occurrences of conflicts. 4.0References Aitken J.M. 1994. Voices from the inside: managing district health services in Nepal. International Journal of Health Planning and Management, 9, pp. 309-340. Brown D. 1989. Bureaucracy as an issue in the Third World: an African case study. Public Administration and Development, 9, pp. 369-380. Burke, W., 2002. Organisation Change: Theory and Practice. New York Sage Publishers. Bushe G.R. 1998. Appreciative inquiry with teams. Organization Development Journal, 16(3), pp 41-50. Bushe G.R. 1995. Advances in appreciative inquiry as an organizational development intervention. Organization Development Journal, 13(3), pp 14-22. Cameron, E., and Green, M. 2004. Making Sense of Change Management: a Complete Guide to Models and Tools. London: Kogan Page Publishers. Goethals, G. and Sorenson, G., 2006. The Quest for a General Theory of Leadership. New York: Edward Elgar Publishers. Harley, B. 1999. The Myth of Empowerment: Work Organisation, Hierarchy and Employee Autonomy in Contemporary Australia Workplaces. Work Employment Society, 13, pp. 41-46 Hussey, D., 2000. How to Manage Organisational Change. London: Kogan Page Publishers. Nepal Safer Motherhood Project. Hospital Needs Assessments –1997 & 2000. NSMP/Options Consultancy Services. Kotter J.P. 1996. Leading Change. Harvard Business School Press. Kotter J.P. and Schlesinger L.A. 1979. Choosing Strategies for Change. Harvard Business Review, 57(2), pp. 106-114. Ministry of Health: Family Health Division. National Safe Motherhood Plan 2002-17. HMGN. Saul, P. 2004. Human resource management’s role in creating volunteer cultures in organisations, Asia Pacific Journal of Human Resources, 42, pp 202-213 Miner, J. 2005, Organisational Behaviour I, New York: M.E. Sharpe Publishers. Schyns, B. and Meindl, J., 2006. Implicit Leadership Theories, London: IAP Read More